Leadership transformation in academic organisation: A case study
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Abstract
The Higher Colleges of Technology (HCT) in the United Arab Emirates (UAE) is seeking to revolutionise its academic operations. HCT has 17 campuses across the UAE, creating both opportunities and challenges for management. The organisation needs to identify and implement an effective and efficient management structure and process to realise its new vision, HCT 2.0. HCT has developed a strategic plan 2017–2022, where it is implementing the corporate approach in an academic institution. This approach imposes 320 key performance indicators and 23 strategic initiatives to achieve the HCT 2.0 vision and mission. The key target of HCT 2.0 is to achieve 100% employment for its graduates by 2022. The management has solicited all stakeholders’ input in the transformation processes, to ensure alignment of its operations with the new paradigm. This paper demonstrates the transformation process and its impact at the leadership level.
Keywords: Leadership, organisational transformation, HCT 2.0, change management
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